Case Study (Dmi)

Topics: Dispatcher, Business process reengineering, Flowchart, Customer service, Problem solving, Management / Pages: 13 (3136 words) / Published: Feb 28th, 2013
OPIM 501 Operations Management
Case 1

Group No:1 Members
Billur Kayador
Mert Sevinç
Çağlar Dönmezler
Akın Albayrak

Instructor
Tevhide Altekin

October 23, 2010

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2010/2011 Fall
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© Sabanci University 1. Problem Definition
Field Service Divisions are important parts of organizations operating in manufacturing industries. As technology becomes more and more involved in the production process and the after sales services, it is crucial for companies to develop their Field Service business processes. In the DMI Field Service Case, the company has troubles meeting the customer demands in a timely manner. The quality of the service remains as an important task to improve for the DMI Company and we will be analyzing the issues related with the reengineering process of the FSD.

2. Process Analysis 3.1. Current System Current process flow of DMI Warranty is very simple. Every step is done by people, except for dispatching calls to regional center via computers. Total amount of employees that answers phone (i.e. call takers and dispatchers) is 64 which is a relatively small number with respect to 3500 calls per day. Exhibit 1 shows the process flow chart of current system. 3.2. Examining Delays and Queues In the existing system, there are 3 waiting points. First one is just after the customer call while call taker enters the information of the customer (location, name, machine type) into the computer. We cannot completely call it as a delay, but at that point the customer waits while call takers operates. This waiting time can be reduced in two ways; the customer enters the information by his/herself via phone (by dialing) or giving every customer a personal code that can be used to achieve all the information on a database, which is shown in Exhibit 2. Second waiting point occurs when the tech personnel calls



References: * Kerka, S. (1995) ‘the learning organization: myths and realities’ * Senge, P * Watkins, K. and Marsick, V. (1992) ‘Building the learning organization: a new role for human resource developers’, Studies in Continuing Education Appendix 1

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